shared governance and the magnet model

Chamberlain College of Nursing NR-531 Nursing Leadership in Healthcare Organization
Shared Governance and the Magnet Model (graded)
Describe the nursing care delivery model used at your current or previous employer. Would you utilize this model at SLMC? Explain your rationale.
After reviewing the SLMC case and comparing changes based on your employer\’s current model of care, how would you implement the intended changes? How would you communicate those changes?

The nursing care delivery model used in my current workplace is based on a shared governance/relationship-based care (RBC) philosophy, which includes values such as relationships with self, others, and patients and their loved ones as means of meeting the patients health needs. The RBC model, which incorporates the professional practice standards of teamwork, autonomy, engagement, professional development, and work-life balance, is reinforced by a decentralized, council-based organizational structure. What I like most about this model is that it addresses the needs of the patients, while also taking into account the needs of the health providers. The implementation of this model enabled my organization to attain Magnet designation.
Core competencies applicable to the RBC model
Roberst (2016) asserted that the RBC model creates a caring and healing environment by encompassing competencies such as patient-centered care, evidence-based practice, quality improvement, and timely and accurate information sharing using informatics. Additionally, according to Cropley (2012), the RBC model is known to promote clinical quality, patient satisfaction with the care received, and to maximize the reimbursement for the care delivered.
Implementation at SLMC
The Institute of Medicine (as cited in Roberts, 2016) asserted that when health professionals work for organizations lacking a clear patient care framework that prepares them and support their efforts to provide good patient care, quality problems will follow. Since staff preparation and support are key aspects of the RBC model, which encourages interdisciplinary teams to focus on the needs of the patients and to produce quality outcomes (Roberts, 2016), the application of this model at SLMC could help reduce the cardiac patients readmission rate, and support the organizations goal of providing quality care to patients. Specifically, the introduction of the RBC model at SLMC may compel nurses to develop deeper, more meaningful relationships with patients and to turn every action they take, including the provision of effective discharge education, into therapeutic interventions that lead to improved patient outcomes.
Cropley, S. (2012). The relationship-based care model evaluation of the impact on patient satisfaction, length of stay, and readmission rates. Journal of Nursing Administration, 42(6), 333-339.
Roberts, B. (2016). Relationship-based care: The Institute of Medicine\’s core competencies in action. Creative Nursing, 22(2), 92-96. doi:10.1891/1078-4535,22.2.92

Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application.(8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Chapter 12: Organizational Structure (Review)
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
Chapter 7: Organizational Structure and Analysis, pp.270285
Chapter 22: Magnetism: Exemplary Nursing Excellence
Morrow, M. (2015). Can different leadership models work concurrently in an organization? Illuminations, 24(1): 4-6. Link to article
American Nurses Credentialing Center (ANCC). (n.d.). Magnet recognition program overview.Retrieved from
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Reinhold, R. (2006). Cognitive style inventory. Retrieved from
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
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